Leadership and Organizations Undeniably, congruence between different employee backgrounds is directly related to employee performance in corporate structures. As a result, knowledge of employee backgrounds serves as a guide for managing an organization, especially when operating from different geographic locations. Immediately, effective leadership is essential to overcome employee conflicts and performance challenges in organizations, in pursuit of organizational goals (Ames and Flynn 2007, p.307-324). This research analyzes the effects of leadership among employees of Chinese companies in the UK. Therefore, relationships in various leadership concepts such as conflict management styles are evaluated. According to (Northhouse 2009, p.2), leadership is how a person influences others; in order to achieve certain predetermined objectives. The author also emphasizes that leadership involves controlling an entity in a cohesive and coherent manner. As discussed in (Michel, Kotrba, Mitchelson, Clark, and Bate 2011, p.689-725), good leadership facilitates operational stability in organizations and makes interactions between employees hospitable. Furthermore (Greenhalgh 2001, p.20-35) argues that leadership represents the current manifestation of management's commitment to employee performance. Therefore, leadership goes beyond mere control along with supervision; as it serves to give direction to organizational activities and to hold organizational members together. Often, leaders do not fully utilize their leadership potential to influence their followers in ways an organization desires. Such situations occur, apparently because such leaders have no perception of human behavior in organizations… middle of paper… in other businesses. Also, the type of relationship that exists between the organization's employees and their leaders. The person who has information about the organization also determines the type of leadership style that will be adopted. Furthermore, tasks to manage, stress levels and organizational norms are some of the factors that influence leadership styles (Peus 2011, p.955-960). Works Cited Wolfram, H, & Mohr, G. 2009. Transformational leadership, team goal attainment, and follower job satisfaction: The moderating effects of deep-level similarity in leadership dyads. Journal of Leadership and Organizational Studies. 15, p.260-274. Woolley, L., Caza, A and Levy, L., 2011. Authentic leadership and follower development: psychological capital, positive work climate and gender. Journal of Leadership and Organizational Studies. 18, page.438-448.